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The Fordyce Letter

Straight Talk for the Recruiting Profession


Brian Tracy

Brian Tracy is legendary in sales addressing more than 250,000 men and women each year on the subjects of management, leadership, and sales effectiveness. He has produced more than 300 audio/video programs and has written 26 books, including his just-released books ?Time Power? and ?Million Dollar Habits.? He can be reached at (858) 481-2977 or www.briantracy.com.

Articles by Brian Tracy

TFL archives

The Value of Mentors



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Benjamin Franklin once said, “There are two ways to acquire wisdom; you can either buy it or borrow it.” By buying it, you pay full price in terms of time and cost to learn the lessons you need to learn. By borrowing it, you go to those men and women who have already paid the price to learn the lessons and get their wisdom from them.

This is the essence of the mentor-protégé relationship. By going to people who are ahead of you in the personal or professional arena and opening your-self to their input, advice, and guidance, you can save yourself the many months (maybe even years) it would take and the thousands of dollars it would cost to learn what you need to learn all by yourself.

M. R. “Kop” Kopmeyer, a respected success authority, once told me that perhaps the fastest way to get ahead was to study the experts and to do what they do, rather than trying to learn it all by yourself. In fact, he mentioned that no one lives long enough to learn everything he needs to learn starting from scratch. To be successful, we absolutely, positively have to find people who have already paid the price to help us learn the things that we need to learn to achieve our goals.

The mentors you choose should be people you respect, admire, and want to be like. The advice you seek should be guidance regarding your character and personality and specific ideas on how you can do your job better and faster. Remember, you can’t figure it all out by yourself. You must have the help of others. You must find men and women who will guide you and advise you on the road of life, or you will take a long, long time getting anywhere.

There are two vital qualities to look for in a mentor. The first is character and the second is competence.

Character is by far the more important. Look for a mentor who has the kind of character you admire and respect. Look for a person who has high degrees of intelligence, integrity, judgment, and wisdom. The more you associate with men and women who are advanced in the development of their character, the more you will tend to pattern them and to become like them.

The second quality you look for in a mentor is competence. This means that the person is extremely good at what he or she does. A good mentor in your career is one who has the knowledge, skills, and abilities to move ahead far more rapidly than his or her peers.

The impact of a mentor on your life is dependent on two additional factors. The first is your degree of openness to being influenced by another person. Openness is so important because many people, especially young people, are extremely impatient, always looking for shortcuts. When they get advice on something that another person has spent many years learning, they often try to add their own variations and improve on it without ever having mastered the original instruction.

Remember, when you open yourself up to guidance and input from another person, concentrate first on under-standing and learning exactly what that person has to teach you. Afterward, you can modify and change that lesson to suit your changing circumstances.

The second factor that determines the influence of a mentor on your life is the willing-ness of the mentor to help you in every way possible to achieve your goals. We know that the more emotionally involved someone is in our lives, the more susceptible we are to being influenced by that person. When you seek out a mentor, you must look for someone who genuinely cares about you as a person and who really wants you to be successful in your endeavors.

So, for a good mentor-protégé relationship, you must be wide open to the influence and instruction of the other person, and at the same time, the mentor must be genuinely concerned about your well-being and your ultimate success. These are the two essentials.

Your ability to choose your mentors can be a crucial step toward achievement in all areas of your life. So here are 12 steps for building successful mentor-protégé relationships:

1. Set clear goals for yourself in every area of your life. Know exactly what you want to accomplish before you start thinking of the type of person who can help you accomplish it.

2. Determine the things you will have to do in order to achieve your goals, the obstacles you will have to overcome, and the roadblocks you will have to surmount.

3. Identify the areas of knowledge, skill, and expertise you will have to acquire in order to overcome the obstacles existing between you and your goals.

4. Look around for the most successful people in the areas in which you will need the most help.

5. Join the clubs, organizations, and business associations these people belong to.

6. Once you have joined these organizations, become actively involved and volunteer for responsibilities. This will bring you to the attention of the people you want to meet faster than anything else.

7. Work, study, and practice continually to get better and better at what you do. The very best mentors are interested in helping you only if they feel it is going to be worth their time. You will have no problem attracting people to you when you develop a reputation for being up-and-coming in your field.

8. When you find a potential mentor, don’t make a nuisance of yourself. Instead, ask for 10 minutes of his or her time, in person, in private. Nothing more. Remember, most potential mentors are busy people, and they may be opposed to someone’s trying to take up a lot of their time. It’s not personal.

9. When you meet with a potential mentor, express your eagerness to be more successful in your field. Tell him or her that you would very much appreciate a little guidance and advice to help you move ahead. Ask for an answer to a specific question, for a specific book or audio program recommendation, or for a specific idea that has been helpful to him or her in the past.

10.After the initial meeting, send a thank-you note expressing your gratitude and appreciation for his or her time and guidance. Mention that you hope to meet again if you have another question.

11.Each month, drop your mentor a short note telling him or her about what you are doing and how you are progressing. Nothing makes a mentor more open to helping you further than your making it clear that the previous help has done you some good.

12.Arrange to meet with your mentor again, perhaps on a monthly basis, or even more often if you work closely together.

Over the course of your life, you will have many mentor-protégé relationships. As you grow and develop, you will seek out different mentors, the people who can give you the kind of advice that is most relevant to your current situation.

Successful people are very open to helping other people who want to be successful. This is especially true if they know you are willing to be a mentor to others who are younger and less experienced than you. The more open you are to helping others up the ladder of success, the more open others will be to helping you.

Brian Tracy is a legend in the fields of management, leadership, and sales. He has produced more than 350 audio/video programs and has written over 42 books, including his just-released book “The Way to Wealth.” To receive a free copy of one of Brian’s CDs, go to www.briantracy.com and click on the Special Offers, Free Audio Program. Also check out Brian Tracy University of Sales and Entrepreneurship at www.brian tracyu.com. Brian can be reached at (858) 481-2977 or www.briantracy.com.

TFL archives

Learning from Your Mistakes



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There are two ways to look at the world: the benevolent way or the malevolent way. People with a malevolent or negative worldview take a victim stance, seeing life as a continuous succession of problems and a process of unfairness and oppression. They don’t expect a lot and they don’t get much. When things go wrong, they shrug their shoulders and passively accept that this is the way life is and there isn’t anything they can do to make it better.

On the other hand, people with a benevolent or positive worldview see the world around them as filled with opportunities and possibilities. They believe that everything happens as part of a great process designed to make them successful and happy. They approach their lives, their work, and their relationships with optimism, cheerfulness, and a general attitude of positive expectations. They expect a lot and they are seldom disappointed. As a result, people with a benevolent worldview are able to deal constructively and effectively with mistakes and temporary setbacks.

When you develop the skill of learning from your mistakes, you are the kind of person who welcomes obstacles and setbacks as opportunities to flex your mental muscles and move ahead. You look at problems as rungs on the ladder of success that you grab onto as you pull your way higher.

Two of the most common ways to handle mistakes are invariably fatal to high achievement.

The first common but misguided way to handle a mistake is the failure to accept it when it occurs. According to statistics, 70 percent of all decisions we make will be wrong. That’s an average. This means that some people will fail more than 70 percent of the time, and some people will fail less. It is hard to believe that most of the decisions we make could turn out to be wrong in some way. In fact, if this is the case, how can our society continue to function at all?

The fact is that our society, our families, our companies, and our relationships continue to survive and thrive because intelligent people tend to cut their losses and minimize their mistakes. It is only when people refuse to accept that they have made a bad choice or decision – and prolong the consequences by sticking to that bad choice or decision – that mistakes become extremely expensive and hurtful.

In life, the quality of “intellectual honesty” is one of the most respected qualities possessed by individuals, especially leaders. When you are intellectually honest, you look at your world and deal with your circumstances as facts and realities, rather than hoping, wishing, and praying that they could be different. And the minute you begin to deal straightforwardly with life, you become a far more positive, creative, and constructive person. You become far more effective in overcoming your obstacles and achieving your goals. You became far more admired and respected by other people, and far more capable of achieving the critical results that are expected of you.

On the other hand, the unwillingness to face the fact that you are not perfect, that you have made and will continue to make mistakes, is a major source of stress. One of the great teachings of history is the principle of non-resistance. Non-resistance means that when the wind blows, you bend like a willow tree rather than snap like a pine tree. You remain flexible, fluid, and open to new ideas, new information, and new inputs. You accept that, in a period of rapid change, nothing is written in stone.

The second common approach that people take with regard to their mistakes, one that hurts innumerable lives and careers, is the failure to use your mistakes to better yourself and to improve the quality of your mind and your thinking.

Learning from your mistakes is an essential skill that enables you to develop the resilience to be a master of change rather than a victim of change. The person who recognizes that they have made a mistake and changes direction the fastest is the one who will win in an age of increasing information, technology and competition. By remaining fast on your feet, you will be able to out-play and out-position your competition. You will become a creator of circumstances rather than a creature of circumstances.

Approach every mistake you make as a special learning experience, sent to teach you something valuable and necessary for your success in the future. Become an “inverse paranoid,” a person who is convinced that there is a vast conspiracy in the world to make you successful. Play with the idea that there are a series of guardian angels out there who are acting on your behalf. These angels are regularly planning “learning experiences” to enable you to grow as a person so that you can reach and achieve the great heights that are meant for you.

Whenever something happens of an adverse nature, immediately counteract your natural tendency toward disappointment and frustration by saying, “That’s good!”? Then, get busy looking into the situation to find out what is genuinely good about it.

Every day, all day long, you have problems in your work. In fact, if the problems did not exist, your job would not exist either. A powerful way to change your thinking is to realize that solving problems is what you are paid to do. Your job is to be a problem-solver, no matter what your title might be.? All day long, you deal with problems and mistakes caused by you and others. The more of them you can spot and redirect before the consequences are felt, the more valuable you will become and the more you will be paid.

In both your personal and professional life, there are seven steps you can take to deal with almost any mistake you make. The first step is to approach the mistake with a positive, constructive frame of mind, using the techniques outlined above.

The second step is to define the mistake clearly. Exactly what happened? Write it down. Think on paper. The more clearly you can write about it, the more clearly you will understand the mistake and its possible corrections.

The third step is to examine all the known causes of the mistake. How did it happen? Why did it happen? What were the critical variables that triggered the mistake? Any attempt to pass over a mistake without identifying how it occurred in the first place will leave the roots of that mistake in the ground, to grow up again in the future.

The fourth step is to identify all the possible ways of mitigating the mistake. What are all the different things that you could do to minimize the cost of the mistake, or to solve the problem that has arisen? The more ideas you have, the more likely it is that you will come up with the approach that will prove most effective.

The fifth step is for you to make a clear, unequivocal decision about how to handle the mistake. Decisiveness is a characteristic of high performing men and women. Almost any decision is better than no decision at all. Even the most effective leaders make mistakes, but then they quickly make decisions to offset those.

The sixth step is to assign specific responsibility for taking the steps necessary to mitigate the mistake within a certain time frame. Who exactly is going to do what, and when, and how, and to whom will they report? The failure to assign or accept responsibility to achieve results before a specific deadline will leave the situation open-ended, and it will often get worse as a result.

Finally, the seventh step in dealing with mistakes is to take action. Intense action orientation is a characteristic of the top two percent of the population.

The only guarantee in life is that most of the decisions you make and conclusions you come to will eventually prove wrong. How you deal with these situations is the chief determinant of your success or failure.

Mistakes and problems are good. Without them there would be no opportunities for greatness. When you take every challenge that life throws at you, accepting it as an inevitable part of the growing experience, you can turn it to your advantage in every way possible. Almost every mistake you make contains a hidden treasure that you can apply to your life to forge a future that is extraordinary and worthwhile.

TFL archives

Four Obstacles To Closing



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How to identify and remove the four reasons why closing is difficult

There are several reasons why the end game of selling is stressful and difficult. First and foremost is the fear of failure experienced by the prospect. Because of negative buying experiences in the past, over which you could have no control, prospects are conditioned to be suspicious, skeptical and wary of salespeople and sales approaches. They may like to buy, but they don’t like to be sold. They are afraid of making a mistake. They are afraid of paying too much and finding it for sale cheaper somewhere else. They are afraid of being criticized by others for making the wrong buying decision. They are afraid of buying an inappropriate product and finding out later that they should have purchased something else. This fear of failure, of making a mistake in buying your product, is the major reason why people object, hesitate and procrastinate on the buying decision.

The second major obstacle to selling is the fear of rejection, of criticism and disapproval experienced by the salesperson. You work long and hard to prospect and cultivate a prospective buyer and you are very reluctant to say anything that might cause the prospect to tune you out and turn you off. You have a lot invested in each prospect and if you are not careful, you will find yourself being wishy-washy at the end of the sale, rather than risking incurring the displeasure of the prospect by your asking for a firm decision.

The third reason why the end of the sale is difficult is that customers are busy and preoccupied. It isn’t that they are not interested in enjoying the benefits of your product. It’s just that they are overwhelmed with work and they find it difficult to make sufficient time available to think through your recommendations and make a buying decision. And the better they are as a prospect, the busier they tend to be. This is why you need to maintain momentum throughout the sales process and gently push it to a conclusion at the appropriate time.

The factor of inertia is the fourth reason that can also cause the sales process to come to a halt without a resolution. Customers are lazy and often quite comfortable doing what they are currently doing. Your product or service may require that they make exceptional efforts to accommodate the change or a new way of doing things. They perhaps recognize that they would be better off with your product, but the trouble and expense of installing it hardly seems to make it worth the effort. They see no pressing need or urgency to stop doing what they are doing and start doing something else with what you are selling.

The good news is that everybody you meet has bought and will buy new products and services from someone at some time. If they don’t buy from you, they will from someone else. You must find the way to overcome the natural physical and psychological obstacles to buying and then hone your skills so that you are capable of selling to almost any qualified prospect you speak to.

Now, here are two things you can do immediately to put these ideas into action.

  • First, recognize the normal fear of making a buying mistake experienced by the customer. Give him every reason you can think of to be confident in dealing with you.
  • Second, accept that everyone you talk to is busy and you are interrupting. Always ask if this is a good time for him to give you his undivided attention. If not, arrange to contact him another time.